Working Papers (INT)http://hdl.handle.net/10398/812015-03-31T18:09:50Z2015-03-31T18:09:50ZAn Integrative model of Dynamic Strategy-MakingJuul Andersen, TorbenHallin, Carina AntoniaLi, Xinhttp://hdl.handle.net/10398/90102014-11-17T08:34:00Z2014-11-13T00:00:00ZAn Integrative model of Dynamic Strategy-Making
Juul Andersen, Torben; Hallin, Carina Antonia; Li, Xin
The organizational capacity to cope with unexpected changes remains a fundamental challenge in strategy as global competition and technological innovation increase environmental uncertainty. Whereas conventional strategy-making often is conceived as a sequential linear process, we see it as a non-linear interaction between top-down and bottom-up mechanisms dealing with multiple actions taken throughout the organization over time. It is driven by intension but with a flexible balance between centralized (planned) and decentralized (spontaneous) activities where strategy formulation and implementation interact. We adopt the frame of complementary Yin-Yang elements and Zhong Yong balance to explain the time bound interaction between these opposing yet complementary strategy-making mechanisms where tradeoffs and synergies are balanced across hierarchical levels. The model outlines how the interaction between top-down and bottom-up mechanisms shape sustainable strategic responses.
2014-11-13T00:00:00ZThe Key to Sustainable Risk GovernanceJuul Andersen, TorbenShaw, Gregory L.http://hdl.handle.net/10398/90092014-11-17T08:36:08Z2014-11-13T00:00:00ZThe Key to Sustainable Risk Governance
Juul Andersen, Torben; Shaw, Gregory L.
Purpose – The article brings attention to the importance of corporate values and concrete leadership enactment of those values as a necessary condition for effective risk management outcomes.
Design/methodology/approach – The content is based on practice-based research experiences supported by relevant literatures on risk governance and values-based management complemented with insights from case analyses and empirical studies.
Findings – The paper explains why formal risk management approaches have limitations and outlines how the presence of official policies and codes of conduct is insufficient to deal with dynamic and complex high-impact situations where strong core values heeded by the corporate leadership, in contrast, leads the way to better risk behaviors throughout the organization. Major disasters in British Petroleum over the past decade illustrate how a formal code of conduct failed to do the job when the leadership in reality gave first priority to profits at the expense of the stated environmental values. The prioritized code of the US Coast Guard is used to illustrate the circumstances where core values support effective crisis, disaster and risk management outcomes.
Originality/value – The paper goes against conventional wisdom of imposing tighter rules and regulations with formal controls as a panacea to cope with major disasters and shows why simpler means of guiding core values combined with delegation of responsibility to act under unexpected conditions is important in both private and public enterprise.
2014-11-13T00:00:00ZThe Dynamic Responsiveness of OrganizationsJuul Andersen, Torbenhttp://hdl.handle.net/10398/90082014-11-13T09:58:32Z2014-11-13T00:00:00ZThe Dynamic Responsiveness of Organizations
Juul Andersen, Torben
Organizational studies should address contemporary challenges of dealing effectively with the increasingly complex and dynamic business conditions. In this context we argue that structural features are linked to the corporate strategy process and affect the organization’s ability to respond to ongoing environmental changes. Sustainable performance arguably derives from integrative strategy-making where business opportunities are pursued as they emerge while being directed and coordinated through forward-looking analytics. This combination of decentralized responsiveness and central reasoning identifies a dynamic system of interacting fast and slow processes. The fast system observes and reacts to environmental stimuli and the slow system interprets events and reasons about future actions. When the fast and slow processes interact they form a dynamic adaptive system that allows the organization to respond to uncertain and changing conditions. We apply this model to interactions among individuals in organizations where ongoing experiential insights among dispersed operating managers interact with the forward-looking planning considerations around top-management. This identifies an organization that is able to react to frequent and often unpredictable changes and adapt.
2014-11-13T00:00:00ZNotes on the Conceptualizations of Culture in Intercultural ManagementOoi, Can-Senghttp://hdl.handle.net/10398/89762014-09-11T11:47:30Z2014-09-11T00:00:00ZNotes on the Conceptualizations of Culture in Intercultural Management
Ooi, Can-Seng
Intercultural management broadly refers to the handling of cultural differences in businesses
and organizations. Although culture develops in all social groups, such as in firms, schools
and neighbourhoods, intercultural management often refers to cultures framed within national
and ethnic settings. Language, religion, family relations, work ethics and daily living are
some aspects of culture. These cultural manifestations reflect the community’s world views,
norms and values, and shape social behaviours and practices of members in the community.
The idea of “intercultural management” also suggests that cultural differences are sources of
miscommunication and misunderstandings. So in international business, intercultural
management is a daily activity that affects different operations, including localization of
services in a foreign market, offering local hospitality to foreign tourists, adapting one’s
negotiation style to overseas business partners, communication in an international work
environment and devising appropriate human resource services in overseas subsidiaries.
2014-09-11T00:00:00Z